Capstone – Project Charter

Implementation of Strategic Plan for Federal Construction Firm

A Collaboration Between

Engagement Synopsis

A strategic plan is worth the paper it's written on if the plan is not executed. During 2019 Onopa developed a strategic plan to anticipate changes in it's business model. During 2020, management wants to test an implementation model called FOAMSHIP. The model integrates functional and non-functional areas within an organization to create a culture that rewards performance. A successful project would result in a dynamic management platform that enables future growth.

HOST VENUE ADDRESS

  • Headquarters: 2210 W 1st Street Sanford, FL 32771

REQUIRED PREREQUISITES

  • 3-5 years work experience is preferred since this would bring real life challenges of organizational buy-in to strategic planning and execution.

LEARNING OBJECTIVES

  • Students will understand the challenges of creating a culture that rewards performance.
  • Students will understand how effective cross functional communication strengthens execution.
  • Students will help develop a fully integrated dashboard that management will use to grow the business.

Company Information

CompanyOnopa Services LLC
HQFlorida
RevenueUnlisted
Employees25-50
StageSmall Business
Hiring PotentialEntry Level Full-Time
Websitewww.onopa.com

Company Overview

Onopa Services is a general contractor serving the federal government for the last 10 years. With a primary focus on military construction, the firm generates revenues of $10M+ with projects ranging from small repairs to multi-story building renovations. The firm has over 40 employees across headquarters in Sanford, FL and field offices in multiple states.

Company Supervising Team

President

David

[email protected]

Course Info & Engagement Details

SchoolUniversity of Notre Dame Mendoza College of Business
Engagement FormatCapstone - Small Team Consulting Project - Students work in small groups of 2-6 directly with faculty and host company project champions on developing real solutions to real-world challenges.
ProgramMBA Consulting
Course2020 SPRING – MBA Interterm (IMMERSE)
LevelGraduate
Students Enrolled120 Enrolled, 2-5 per group per project
Meeting Day & Time3/2 - 3/5/2019 on-site at host company
Student Time Commitment1-3 Hours Per Week
Company Time Commitment3-5 Hours
Duration4 days (03/02/2020 - 03/05/2020)
Departments InvolvedCustomer Service
Growth Strategy
Marketing
Operations
Org Culture, D&I
Quality Control
Reporting, Financial Planning & Analysis
Sales & Business Development
Talent Management
File Attachments

School Supervisors

Instructor

Alice

[email protected]

Students

There are currently no students assigned.

Collaboration Timeline

  • November 11, 2019

    Alice Obermiller, MBA Experiential Learning Program Director, will begin interviewing interested companies and discuss project ideas.

  • December 20, 2019

    Final date for companies to express interest in participating.

  • January 10, 2020

    School faculty and project champion finalize project charter, legal documents, and background materials.

  • January 31, 2020

    Student Teams Finalized

  • March 2, 2020

    OFFICIAL PROJECT LAUNCH: Students will be on-site working for the week

  • March 5, 2020

    OFFICIAL PROJECT END: Students will present results to company leadership on-site

Key Milestones & Project Process

  • March 2, 2020 - Day 1 - Market Validation

    1. What is our current market mix and is it optimal?
    2. What improvements can be made to current bidding process?
    3. What tools would help us capture more opportunities?

    Suggested Deliverable:

    A sales & marketing dashboard with key metrics.

  • March 3, 2020 - Day 2 - Operational Excellence

    1. What internal processes can be improved to maximize technical and non-technical resources?
    2. How can communication be improved between main and field offices?
    3. What tools would facilitate better project management?

    Suggested Deliverable:

    An operational dashboard with key metrics.

  • March 4, 2020 - Day 3 - Financial Analysis

    1. Is financial reporting aligned with strategic goals?
    2. Are the correct financial controls in place to maximize profits?
    3. Does our incentive plan motivate team performance?

    Suggested Deliverable:

    A financial dashboard with key metrics.

  • March 5, 2020 - Day 4 - Management Recommendations

    1. What elements are missing from our strategic plan or the FOAMSHIP model to achieve successful adoption?
    2. What tools are available to maintain a real time corporate dashboard?
    3. How does organization promote ownership and accountability for results?

    Suggested Deliverable:

    Key findings and recommendations for corporate dashboard.